We already know that good quality data can help in the decision-making process. The first important step is to collect data from reliable sources. There are two types of data sources to consider: primary and secondary.
Data from primary sources are first-hand data, tailored to provide information on the firm’s own products, customers, and markets. It can be collected from both the internal (employees, board of directors, investors etc.) and external stakeholders (customers, suppliers etc.) of our organization.
Data from secondary sources are facts & figures already collected and recorded prior to the analysis done by others, and can be collected from internal sources, i.e., our annual report, sales data etc., or external secondary data, from government database and reports, national reports etc. This type of data includes both raw data and published summaries.
Primary and secondary data can be either quantitative or qualitative. Quantitative data refers to numbers and quantities like age, competency level, etc. Qualitative data is descriptive, observable and cannot be measured, i.e., clothing style.
Sources of primary data
The most widely used methods of primary data collection include the observation, interview, and survey. While these are not the only ones, most others are less popular than the former three.
The observation is the most used method of data collection in social and natural sciences. This method consists of gathering knowledge by observing certain phenomena when it occurs.
There are two types of observations: participant and non-participant. In case of the participant observation, the researcher watches the events and activities from inside, by taking part in the group he is observing. The researcher can freely interact with the participants. In the case of non- participant observation, this occurs when the researcher observes the events passively, from a distance, without direct involvement.
During this specific data collection process, chances of personal biases are high, as the observer interprets the situation in his/her own way.
When it comes to all fields of science, the survey is one of the most used methods of data collection in research. Questionnaires are formulated to acquire specific point information on any subject area. The questionnaire is an inexpensive method of data collection, when compared to other methods of primary research. Questionnaires can be submitted by vast audiences, at a time, and responses can be registered quite easily.
Lastly, the interview is another important method of primary data collection in all fields of science. During the exchange, the interviewer collects information from each respondent independently, making this process much more expensive and time-consuming when compared to other methods of data collection.
Sources of secondary data
We can collect secondary data from many sources, such as:
Text-based data sources, i.e., magazines, newspapers etc.
Non-text-based documents, i.e., TV, radio etc.
Survey research conducted by other entities, i.e., the government, NGOs etc.
What data sources should we focus on?
There are advantages and disadvantages to each of the sources, which is why choosing the appropriate data source is highly dependable on the research’s objective. Here are some considerations that might help deciding:
Advantages of data from primary sources
It is more reliable, because the source of the information and the data collection method are known
The collected information is up to date
The collected information is owned by the organization conducting the research
The organization conducting the research can ensure that it is addressing a specific issue, rather than investing in extracting relevant information from other sources
Disadvantages of data from primary sources
More expensive than secondary data
Time-consuming
Advantages of data from secondary sources
It is easy to access, so it is less time-consuming, and the data collection-related costs are lower
A large amount of data can be collected easily
Disadvantages of data from secondary sources
It may be possible that it is not tied to the organizational needs
It is not as accurate as primary data, and it might be outdated
As we can see, data collection can come in many forms, types, and methods, almost as varied as the very object it desires to aggregate. Which method suits your needs is conditional on your research objective. Whilst some may require an in-depth, live approach via the interview or even observation, others could do with just a quick & easy fix, via surveys.
Moreover, carefully consider which sources will yield the most accurate and trustworthy data. Some research benefit greatly when you incur information from primary sources, whilst others yield surprisingly pinpoint results with just secondary references.
Culture is an intriguing component of the organizational system, wouldn’t you say?
Although most professionals agree on the importance of building a strong culture, measuring the extent to which this goal has been achieved is quite challenging and tools have been far and few between. One such tool, used to get the pulse of the organizational culture, is provided by the GPA Unit: the performance culture audit.
Another way is to measure specific KPIs, like Sears does. Sears used to monitor % Employees who attended cultural renewal training, while they were in a process of culture change, in ‘96. Other examples of KPIs are % Employees aware of corporate values or # Communications on corporate values, but most of them relate to some quantitative aspect of measurement. Using metrics to monitor performance or inform decision-making is always useful, but can we actually capture our organizational culture in one metric or index?
As culture is a phenomenon that happens naturally in any group, without necessarily being guided, it will always be a reflection of the people’s energy within that group. Culture is more appealing to emotion rather than reason, it is something that can be easily felt when you walk in a company, but it is difficult to explain or justify.
An organizational culture will embed the beliefs and values that define a company and they serve as guidance in daily actions. Culture is a reflection of the company’s spirit and to a large extent, I believe that an organization’s worth is equal to the value of its people.
Performance is a concept usually associated with processes that are more technical than culture, such as financial performance or machinery performance. So why would we want to have a performance-oriented culture? For many people this may sound like a very cold and profit-oriented working environment.
In practice, there are several reasons to embed “performance” within your organizational culture:
Impact on internal stakeholders
Increases accountability regarding the quality of their work;
Raises awareness on the importance of being efficient and result-oriented in their work;
Nurtures constant learning and professional improvement;
Brings clarity on their role and contribution to the organizational strategy;
Increases engagement, by rewarding performance.
Impact on external stakeholders
Positions the organization as a trustful and reliable partner;
Influences the quality of products and services in a positive manner;
Enhances the customer’s experience;
Improves employer brand and market image.
Thus, a change management initiative to shift organizational culture towards a performance-driven perspective, can become quite the leverage for companies wishing to get ahead of their competition.
To have more clarity around how a performance culture looks like, consider the following key attributes:
Shared vision
Strong leadership is essential for any organization. Leaders must have the ability to communicate their vision and inspire employees to follow them. Their vision can be a key liaison that brings and keeps people together, effectively enabling them to work as a team.
Communication
Intense and effective communication increases employees’ awareness and understanding of the company strategy. This impacts the way they work and can help them make better decisions, in full alignment with strategic directions.
Transparency regarding decisions and performance levels establishes greater levels of credibility and confidence in relation to leadership and generates employee interest towards understanding the impact of their actions on bottom line results.
Continuous learning
A culture of performance will act as an enabler for implementing a performance management system within the company. Monitoring performance results facilitates the development of a constant learning process for the entire organization.
A performance-oriented culture not only sets up targets, but also provide employees the necessary training or mentoring to achieve the performance standards set.
Process improvement
A common characteristic of performance-oriented organizations is their concern for constant optimization. By not being satisfied with ”good”, and always striving for ”great”, people adopt a new state of mind, in which they are constantly looking for efficiencies.
Data
In the age of big data, we need to make sure that both young and older generations are accustomed to work and make use of data in their decisions. Modern organizations must have the competencies and the ”habit” of data analysis.
Technology
Progress in today’s business environment is limited, without the support of modern technology. A performance-driven organization will invest in technology to support business processes.
Innovation
Technological growth will be conditioned by the organization’s ability to adapt to market dynamics and innovate in order to stay ahead of the competition. Innovation comes from employees, but what can make a difference between 2 companies that have the same talent pool is the way each manages to nurture innovation among employees.
Rewarding performance
A performance-oriented culture reflects a working environment, where effort and success are acknowledged and rewarded. Rewards don’t have to be exclusively financial.
Engagement
A performance culture should nurture employee engagement, through its employee centered initiatives.
Authenticity
Organizations should be able to identify its uniqueness, acknowledge and promote it among stakeholders. This is what makes a company feel real and meaningful for its employees, customers and business partners. For Zappos, for example, this authenticity is reflected in one of their corporate values – weirdness.
Organizational culture is the unique environment of an organization that is formed through shared beliefs, values, experiences, specific rituals, behavior, interactions, language, and norms. These elements of the culture are developed over time in both visible and invisible ways, such as the organization’s output, interactions, goals, branding, company policies, reward systems, among others.
It is possible that most of the members of an organization are not aware of the origin of their rituals and why they are expected to behave in a specific way. Or they may know exactly what they are doing for what reason and can explain everything with facts. Which of these contradictory approaches characterize your organizational culture more?
Is it a cargo cult organization or “The Credible Hulk”?
Cargo cult thinking in organizations
Cargo cult refers to the belief that a real achievement can be realized by simply imitating visible behavior. This belief exists even without understanding the correlations between the different steps of a process and the consequences of actions.
The origin of this terminology goes back to the first half of the 20th century, when some remote-island-based tribes saw American cargo planes landing on their island. The tribes tried to recreate the different tools and instruments they saw from the cargo planes without knowing how those goods were manufactured. They made radio from stone and wood but without getting the same effect.
This phenomenon can be observed even in advanced 21st century cultures, particularly in the modern corporate world.
Many organizations are adopting the same practices they observe in other companies, such as workplace habits and the design of an office, without fully knowing their impact on the organization. For instance, some companies would place bean bags in the office even if they are hardly used. Some do not observe the business casual dress code on Fridays. And some have ping pong tables.
The paradox is that it is also a rational strategy to follow organizations or people who seem to know what they are doing. When used responsibly, cargo cult thinking can be really useful when making decisions because it saves management a lot of time.
Oversimplification versus overcomplication
Have you seen the meme “The Credible Hulk”? Inspired by the film and the character “The Incredible Hulk,” “The Credible Hulk” is a monster that backs up anything with facts and documents.
The opposite of cargo cult thinking is supporting new initiatives or practices with facts and research. Organizations with this kind of practice are deemed more credible in terms of their innovation practices.
These companies are the ones that look beyond the surface in order to analyze the successful elements of the other innovative organizations, such as Amazon, Apple, and Netflix. They do not just use transparent glass doors because they look good, but also because they want to promote transparency and improve communication in the organization.
However, such an approach is time and resource consuming. Organizations have to justify everything with research, leaving little to no room for instincts and creative innovations that could drive success in the long run.
Cargo cult thinking cannot be completely eliminated. The only way to exclude it from the organizational culture is to learn and know everything, and that is, apparently, impossible. Therefore, organizations could either find the right balance between the two opposite poles or customize their approach based on their goals, the company size, or the nature of their business.
Environmental Health and Safety (EHS) is a crucial discipline for organizations of all sizes. It protects your employees, helps you meet your regulatory goals, and reduces the impact on your business activities.
